Micropráticas da média gerência e sua relação com capacidades dinâmicas

Abstract

Objective: Although there prevails a growing interest in the studies on middle management (MG) within the scope of strategy and organizations, considerable research that explores the perspective of dynamic capabilities (DC) under the lens of the agents’ micropractices remains scarce. Thus, this study identifies and describes the ways in which the micropractices conducted by MG professionals from four companies embedded in the competitive environments are related to the DC dimensions.Methodology: A qualitative research strategy was employed, and the multiple case study method, with the appropriation of semistructured interviews conducted with MG professionals, was used.Originality: This study innovatively emphasizes the importance and influence of MG in the development of three DC dimensions (sense, seizing, and reconfiguration) by highlighting the functions of MG through micropractices, thereby empirically associating it with the DC dimensions.Results: The study results demonstrate that MG acts in the formation, development, and modification of the three DC dimensions in a balanced way. The results also reveal that from the five managerial functions emphasized in this study, MG seems to play a greater role in the micropractices of synthesizing information.Theoretical contributions: This study contributes to the advancement of literature in the area of strategy and DC, particularly by drawing attention to the critical role played by MG in the DC development, an aspect predominantly investigated in the literature from the senior management perspective.

Como empresas estabelecidas experimentam a startup enxuta: um estudo de caso a partir do papel da média gerência no design de espaços experimentais

“…These findings corroborate the arguments of Floyd and Wooldridge (1997) and Wooldridge, Schmid & Floyd (2008), Vaz & Bulgacov, 2018, Cruz et. al., 2020, and Vaz et.…”

“…The role of middle management must be an integral part of the board's vision and transmit the objectives and practical vision of the organizational reality, being a fundamental part of the strategy formation process. Middle managers establish connections between the strategic level and the operational level of organizations, as they act as mediators, negotiators, and interpreters, making middle management have a significant influence on organizations (Wooldridge, Schmid & Floyd, 2008;Vaz & Bulgacov, 2018;Cruz, et. al., 2020;Vaz et.…”

“…For Floyd and Wooldridge (1997), middle management will act to promote and develop projects and experimental activities to adjust deliberate strategies. As a consequence of these adjustments, the organization is flexible, encouraging organizational learning, repertoire expansion, encouraging peers and subordinates to engage in activities to generate new ideas (Wooldridge, Schmid & Floyd, 2008;Vaz & Bulgacov, 2018;Cruz et. al., 2020;Vaz et.…”

Reflexões sobre o conceito de microprática

“…Ainda nas Ciências Sociais Aplicadas, área da Administração, o conceito de micropráticas de Média Gerência é considerado importante para desenvolver Capacidades Dinâmicas, por Cruz et al (2020) e Cruz et al (2021). De maneira bem fundamentada, as autoras defendem a estratégia de Média Gerência na administração de empresas como um modelo eficaz na atuação dos grupos de gestão média, não opondo a alta gestão (gestores de alta escala em grandes corporações), mas a complementar as estratégias de gerência via respostas mais dinâmicas às variáveis de competição de negócios.…”

“…À semântica do prefixo micro visualizamos, conforme Gouvêa e Ichikawa (2015), acepção de interesse na microrresistência fundamentada por Certeau (2000), que deverá dar luz a novos estudos futuros. Ademais, a relação entre os elementos micro, meso, macro encontrados em Cruz (2021Cruz ( , 2022 também configuram interesses de continuidade para esta pesquisa.…”